DAVAO ORIENTAL STATE COLLEGE OF SCIENCE AND TECHNOLOGY

BANAYBANAY EXTENSION CAMPUS

BA131 – Human Resource Management

Maria Elena S. Barro

Student

3rd Year – BAC3A

REYRE P. DONGUILA, LPT

Instructor
TABLE OF CONTENTS

I. Background/Rationale……………………………….………………………………………………….…..1

II. Issues and Concern……………………………………………………..……………………………….…....2

III. Point of View…………………………………………………………………………………………………….2

IV. Statement of the Problem…………………………………………………………................................2

V. Objectives…..…………………………………………………………………….........................................3

VI. Areas of Consideration……………………………………………………………..................................3

VII. Alternative Courses of Action……………………………………………………...................3

VIII. Recommendation……………………………………………………........................................5

IX. Plan of Action……………………………………………………………………………………………………5

X. References ………………………………………………………………………….…………………………….7
 The Contradiction of Business

I. Background/Rationale:

First State Financial Services was the third largest banking institution in the state.
It maintained an extensive branch and ATM network to service its diverse retail
customer base. Even with First State’s size, though, the business success of the bank
was extremely dependent upon the trends in the local economy.

Lucy Winters managed a branch bank office of first State Financial Services. The
office was located in a good location and had many customers. However, the bank
itself had been under severe pressure to improve profits. As a result, the staff in
Lucy’s office had been reduced by a third.

Now there seemed to be a constant backup of costumer in the branch. Because of

long waits, customers were often abusive to the tellers when they finally reached the
window. The staff was feeling increasingly stressful, and the quality of work began
falling off.

The contradiction of this business was that, as things stood now, Lucy had more
customer than she was capable of handling.

Two days after a particularly disturbing incident, Lucy prepared to conduct a

mandated “sales meeting” in the branch. These meetings seldom went as well as far as
Lucy was concerned. She wanted to find some way to deal with the real problems of
the branch, and felt she had come up with something before the meeting on the
following day.
II. Issues and Concern:

 Poor Productivity and Service.

 There were too many customers for them to handle.
 Employees complain about work pressure.
 Customer complains about the poor service
 Complains about the large number of mistakes, errors, and shortages.

III. Point of View:

Lucy Winters

As a manager, it is his responsibility to make a Human Resource Planning,

Recruitment and Selection Process and Training his/her employees.

IV. Statement of the Problem:

How will Lucy reconfigure the service so that they can attend to all their
customers and improve the productivity of the branch?

The current configuration of staffing and customers in Lucy’s branch is not

balanced, which is the cause of their poor performance. The demand for services
exceeds the supply of their human resource which affects their ability to serve the
customer.
V. Objective/s:

Lucy will formulate general strategies to solve their problem such as

Training for her and her staff, Human Resource Planning, and Recruitment and
Selection.

VI. Areas of Consideration:

 First State’s Spring Hill Branch is fully equipped with ATM

 There are about 3,000 employees from manufacturing plant and major
hospital.

VII. Alternative Courses of Action:

1. Hiring for more staff

Advantage:
 It is easy to acquire suitable employees for the job.
Disadvantage:
 Hiring more staff will increase expenses.

2. She can request additional staff from her management and acquiring
training for her and her staff.

Advantage:
 It is easier to request for staff from the management.
  She can also request staff from another branch.
 The additional expense for the branch will be lower than hiring new
employees.
 This will improve the productivity of their branch.

Disadvantage:
 Even with lower additional expense, there is still a fact of additional
expense which is reduced by the management.
 Conflict of goals with the management.

3. Making alternative ways for the customers to make transactions through

other, more efficient channel such as using ATM’s, direct payroll deposits,
and using online payments through smartphones.

Advantage:
 Easiest way to make transactions
 Fewer customers that will go to their branch that needs to deposit
their payroll, and make payments.
 This will balance the amount of staff and the amount of customers
they can attend.

Disadvantage:
 Additional expenses.
VIII. Recommendation:

I therefore recommend alternative course of action number 2 and 3. The

alternative course of action number 2 will improve the productivity of the branch.
The alternative course of action number 3 will lessen the amount of customers that
is needed to attend to. Lastly, because of these actions, the branch will have a higher
level of productivity and also higher income.

IX. Plan of Action:

Since Lucy is the branch manager, Lucy is responsible for making actions
regarding on solving their problem. Lucy had to make these actions to help solve the
problem:

First, Lucy can request additional staff from her management, she can also
ask for full-time workers, suggest another option such as part-time positions, or
sharing staff with another branch.

Next, since the cause of poor productivity problem is that customers are
using tellers for transactions that could be completed through other, more efficient
channels. Lucy could recommend a marketing strategy to contact employers for the
purpose of establishing direct payroll deposit. She could also work with Marketing
to create in-branch promotional campaigns to increase ATM usage. She could also
make a marketing strategy that promotes online payment using smartphone
application.

Third, she needs to work with her staff to find ways to improve service. Lucy
also needs to make a productivity improvement program that will train them in
quality and productivity improvement. But first, she needs to explain the program to
her staff and indicate that this is one way they can improve their situation. After
explaining, they should obtain the training while Lucy must develop the practice of
providing performance reports to the staff. She must use regular meetings instead of
just the mandatory meeting to identify problems and brainstorm solutions.

Lastly, after having the action done, it is important that it should be followed
through. This will involve on the part of both Lucy and her staff.
 X. Reference

The Contradiction of Business. (n.d.). Retrieved December 10, 2020, from

https://www.termpaperwarehouse.com/essay-on/The-Contradiction-of-
Business/485775

Mahesh, S. (n.d.). 50 Case Studies for Management and Supervisory Training. Retrieved
December 16, 2020, from
https://www.academia.edu/33680770/50_Case_Studies_for_Management_and_Super
visory_Training